YOU FIELDED AN ENGAGEMENT, WORKPLACE CULTURE SURVEY
You know the story: It’s been a rough couple of years. You’ve gone through a merger. Or part of your businesses was spun off to another company. Employees felt a great amount of uncertainty. It was hard to retain some of your top talent; employee engagement suffered.
You wisely decided to get a pulse of the current culture and climate by fielding an employee engagement survey. The results went down from prior years, and seemed to have dropped – especially in areas such as trust, happiness and overall engagement. Indeed the culture scores went down for every workgroup and region.
You, other managers, and the HR team as a whole all think that there’s no way you should share these results with employees. You believe that if you share, workplace spirit and camaraderie will suffer even further.
THE PROBLEM WITH KEEPING SECRETS
Don’t do that. DON’T KEEP THE RESULTS SECRET.
Share them … and let people know that you’re working on the gaps that were pointed out in the survey. Why would you do that? Isn’t it risky?
Quite the opposite. It’s necessary to share results in order to improve employee engagement.
TOP REASONS TO SHARE ENGAGEMENT SURVEY RESULTS
- You fielded the survey; the workforce and line managers already know the mood in your organization.
- By sharing results, you’re implicitly thanking people for taking the survey. (You can thank them in the note that shares the results.) You’re asking them to trust you … to trust that you intend to improve scores by sharing results … to trust that you want to improve workplace culture.
- You’re telling employees that you hear them. There will be strengths. Share 3 or 4 of those strengths, as well as 3 or 4 “areas of opportunity” where there are gaps.
- Ask for feedback. A survey is “uni” directional. Make the process more 360, more multi-directional. Get people involved. Get them to help you improve employee engagement and workplace or workgroup climate and culture.
- Put a plan in place for Action Planning. Some of the plan will involve your senior leaders and HR policies and practices. Some of this planning, however, should include Action Planning at the level of each individual line manager, boss or supervisor.
An employee engagement survey is a promise. Don’t break the promise with silence and inaction.
Measurement is step 1. Action is step 2.